Term
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Definition
| arranges people and resources to work toward a common goal. |
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Term
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Definition
| a system of tasks, reporting relationship, and communication linkages. |
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Term
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Definition
| describes the arrangement of work positions within an org. |
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Term
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Definition
| means that people and groups perform different jobs. |
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Term
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Definition
| the official structure of the org. |
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Term
| supervisory relationships |
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Definition
| lines between positions show routes for formal communication flows. |
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Term
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Definition
| how jobs are grouped together identify work units, teams, or divisions. |
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Term
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Definition
| the number of mgmt layers are shown top to bottom. |
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Term
| informal structure/shadow org |
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Definition
| the network of unofficial relationships among an orgs members. |
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Term
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Definition
| identifies the informal structures and their embedded social relationships that are active in an org. |
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Term
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Definition
| the process of grouping together people and jobs into work units. |
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Term
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Definition
| groups together people with similar skills who perform similar tasks. |
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Term
| advantages for functional structures |
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Definition
1. economies of scale make efficient use of human resources.
2. functional experts are good at solving tech probs.
3. training within functions promotes skill development.
4. career paths are avail. within each function. |
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Term
| functional chimneys/functional silos prob. |
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Definition
| a lack of communication and coordination across functions. |
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Term
| disadvantage for functional structures |
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Definition
hard to pinpoint responsibilities for things such as cost containment, product/service quality, and innovation.
focus on functional goals = lack of focus for good of overall org. |
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Term
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Definition
| groups together people working on the same product, in the same area, or with similar customers. |
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Term
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Definition
| groups together people and jobs working on a single product/service. |
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Term
| potential adv. for divisional structures |
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Definition
1. expertise is focused on special products, customers, or regions.
2. better coordination exists across functions within divisions.
3. there is better accountability for product/service delivery.
4. easier to grow/shrink in size as conditions change. |
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Term
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Definition
| brings together people and jobs performed in the same location. |
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Term
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Definition
| groups together people and jobs that serve the same customers or clients. |
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Term
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Definition
| combines functional and divisional approaches to emphasize project/program teams. |
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Term
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Definition
| brings together members from different functional departments. |
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Term
| potential adv. of matrix structures |
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Definition
1. performance accountability rests with program, product, or project managers.
2. better communications exists across functions.
3. teams solve prob. at their levels.
4. top managers spend more time on strategy. |
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Term
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Definition
| uses permanent and temp. cross-functional teams to improve lateral relations. |
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Term
| potential adv. of team structures |
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Definition
1. team assignments improve comm., cooperation, and decision making.
2. team members get to know each other as persons, not just job titles.
3. team memberships boost morale and increase enthusiasm and task involvement. |
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Term
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Definition
| uses IT to link with networks of outside suppliers and service contractors. |
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Term
| potential adv. of network structures |
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Definition
1. lower costs due to fewer full-time employees.
2. better access to expertise through specialized alliance partners and contractors.
3. easy to grow/shrink with market conditions. |
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Term
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Definition
| uses info. tech to operate as a shifting network of alliances. |
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Term
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Definition
| the process of configuring orgs to meet environmental challenges. |
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Term
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Definition
| top mgmt keep the power to make most decisions. |
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Term
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Definition
| top mgmt allows lower levels to help make many decisions. |
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Term
| delegation/3 steps to delegation |
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Definition
the process of entrusting work to others.
1. assign responsibility
2. grant authority
3. create accountability |
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Term
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Definition
| give people freedom to do their jobs as they think best. |
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Term
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Definition
| emphasizes formal authority, rules, order, fairness, and efficiency. |
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Term
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Definition
| bureaucratic, using a centralized and vertical structure. |
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Term
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Definition
| allows a worker to complete a full time job in less than five days. |
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Term
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Definition
| gives employees some choice in daily work hours. |
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Term
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Definition
| involves using IT to work at home or outside the office. |
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Term
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Definition
| a place where telecommuters share office space outside the home. |
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Term
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Definition
| splits one job between two people. |
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Term
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Definition
| the process of inspiring others to work hard to accomplish important tasks. |
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Term
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Definition
| the ability to get someone else to do something you want done. |
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Term
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Definition
| achieves influence by offering something of value. |
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Term
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Definition
| achieves influence by punishment. |
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Term
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Definition
| achieves influence by formal authority. |
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Term
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Definition
| achieves influence by special knowledge |
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Term
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Definition
| achieves influence by personal identification. |
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Term
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Definition
| a clear sense of the future. |
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Term
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Definition
| brings to the situation a clear sense of the future and an understanding of how to get there. |
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Term
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Definition
| the recurring pattern of behaviors exhibited by a leader. |
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Term
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Definition
| acts in unilateral command and control fashion. |
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Term
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Definition
| emphasizes people over task. |
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Term
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Definition
| encourages participation with an emphasis on task and people. |
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Term
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Definition
| leader is disengaged, showing low task and people concern. |
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Term
| contingency leadership perspective |
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Definition
| suggests that what is successful as a leadership style varies according to the situation and the people involved. |
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Term
| Fielder's Contingency Model |
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Definition
| Classifies leadership styles as either task motivated or relationship motivated and views them as strongly rooted in our individual personalities. |
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Term
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Definition
| Leaders adjust their styles based on the maturity of followers. 4 styles are delegating for able and willing followers, participating style for able but unwilling followers, selling style for unable but willing followers, and telling style for unable and unwilling followers. |
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Term
| substitutes for leadership |
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Definition
| are factors in the work setting that direct work efforts without the involvement of a leader. |
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Term
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Definition
| made by the leader and then communicated to the group. |
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Term
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Definition
| made by a leader after receiving info, advice, or opinions from group members. |
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Term
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Definition
| made by group members themselves. |
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Term
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Definition
| develops special leader-follower relationships and inspires followers in extraordinary ways. |
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Term
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Definition
| directs the efforts of others through tasks, rewards, and structures. |
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Term
| transformational leadership |
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Definition
| inspirational and arouses extraordinary effort and performance. |
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Term
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Definition
| the ability to manage our emotions in leadership and social relationships. |
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Term
| emotional intelligence quotient |
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Definition
| measure of a persons ability to manage emotions in leadership and social relationships. |
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Term
| 4 emotional intelligence factors |
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Definition
1. self awareness - the ability to understand our own moods/emotions.
2. social awareness - the ability to empathize, to understand the emotions of others.
3. self mgmt - self regulation, ability to think before acting and to be in control of otherwise disruptive impulses.
4. relationship mgmt - ability to establish rapport with others in ways that build good relationships and influence their emotions in positive ways. |
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Term
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Definition
1. directive leader - lets others know what is expected; gives directions, maintains standards.
2. supportive leader - makes work more pleasant; treats others as equals, acts friendly, shows concern.
3. achievement oriented - sets challenging goals; expects high performance, shows confidence.
4. participative - involves others in decision making; asks for and uses suggestions |
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Term
| gender similarities hypothesis |
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Definition
| holds that males and females have similar psychological makeups. |
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Term
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Definition
| strong on communicating, participation, and dealing with prob. by teamwork. |
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Term
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Definition
| has integrity and appears to others as good or right by ethical standards. |
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Term
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Definition
| leadership in honesty, credibility, and consistency in putting values into action. |
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Term
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Definition
| an overly positive view of one's integrity and strength of character. |
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Term
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Definition
| means serving others and helping them use their talents to help orgs benefit society. |
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Term
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Definition
| gives people job freedom and power to influence affairs in the org. |
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Term
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Definition
| the process through which people receive and interpret info from the environment. |
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Term
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Definition
| assigns attributes commonly associated with a group to an individual. |
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Term
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Definition
| uses one characteristic of a person or situation to form an overall impression. |
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Term
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Definition
| focuses attention on things consistent with existing belief,s needs, and action. |
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Term
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Definition
| assumes others are just like us and assigns our attributes to them. |
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Term
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Definition
| the process of creating explanations for events. |
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Term
| fundamental attribution error |
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Definition
| overestimates internal factors and underestimates external factors as influences on someone's behavior. |
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Term
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Definition
| underestimates internal factors and overestimates external factors as influences on someone's behavior. |
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Term
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Definition
| tries to create desired perceptions in the eyes of others. |
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Term
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Definition
| profile of characteristics making a person unique. patterns of behaviors. |
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Term
| Myers-Briggs Personality Test |
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Definition
Extraversion v. Intro - Is someone outgoing v. shy.
Sensing v. Intuitive - Focus on details v. big pic. when dealing with probs.
Thinking v. Feeling - Does a person rely on logic v. emotions.
Judging v. Perceiving - Does a person prefer order/control v. flexibility. |
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Term
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Definition
1. Extraversion - Talkative, comfy, and confident in interpersonal relationships.
2. Agreeableness - Trusting, courteous, and helpful.
3. Conscientiousness - Dependable, organized, and focused on getting things done.
4. Emotional Stability - Secure, calm, steady, and self confident.
5. Openness to experience - Broad-minded, imaginative, and open to new ideas. |
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Term
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Definition
| the extent to which one believes what happens is within one's control. |
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Term
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Definition
| the degree to which a person defers to authority and accepts status differences. |
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Term
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Definition
| the degree to which someone uses power manipulatively. |
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Term
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Definition
| a state of tension experienced by individuals facing extraordinary demands, constraints, or opportunities. |
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Term
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Definition
| oriented toward extreme achievement, impatience, and perfectionism. |
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Term
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Definition
| positive influence on effort, creativity, and diligence in work. |
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Term
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Definition
| negative influence on one's performance. |
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Term
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Definition
| physical and mental exhaustion from work stress. |
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Term
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Definition
| occurs when we communicate extreme agitation in interpersonal comm. or electronic messages. |
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Term
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Definition
| aggressive behavior toward co-workers or the work setting. |
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Term
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Definition
| the pursuit of a personal health-promotion program. |
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Term
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Definition
| a predisposition to act in a certain way. |
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Term
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Definition
| discomfort felt when attitude and behavior are inconsistent. |
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Term
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Definition
| the degree to which an individual feels positive about a job and work experience. |
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Term
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Definition
| include absenteeism and turnover. |
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Term
| organizational citizenship behaviors |
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Definition
| things people do to go the extra mile in their work. |
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Term
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Definition
| a strong sense of belonging and connection with one's work and employer. |
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Term
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Definition
| an ability to understand emotions and manage relationships effectively. |
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Term
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Definition
| strong feelings directed toward someone or something. |
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Term
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Definition
| generalized positive/negative feelings or states of mind. |
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Term
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Definition
| the spillover of one's positive/negative moods onto others. |
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Term
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Definition
accounts for the level, direction, and persistence of effort expended at work.
Motivation = Expectancy x Instrumentality x Valence |
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Term
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Definition
| unfulfilled physiological/psychological desire. |
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Term
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Definition
| physiological, safety, and social needs in Maslow's hierarchy. |
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Term
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Definition
| esteem and self-actualization needs in Maslow's hierarchy. |
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Term
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Definition
| desires for physiological and material well-being. |
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Term
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Definition
| desires for satisfying interpersonal relationships. |
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Term
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Definition
| desires for continued psychological growth/development. |
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Term
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Definition
| the desire to do something better, to solve problems, or to master complex tasks. |
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Term
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Definition
| the desire to establish and maintain good relations with people. |
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Term
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Definition
| found in job content, such as a sense of achievement, recognition, responsibility, advancement, or personal growth. Improving these factors increases job satisfaction. |
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Term
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Definition
| found in the job context, such as working conditions, interpersonal relations, org policies, and salary. Improving these factors decreases job dissatisfaction. |
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Term
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Definition
| the allocation of specific work tasks to individuals and groups. |
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Term
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Definition
| increases jbo content by adding work planning and evaluating duties normally performed by the supervisor. |
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Term
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Definition
| Collapses Maslow's pyramid into 3 needs. existence>realtedness>growth. frustration regression principle claims an already satisfied lower level need can become reacctivated when a higher-level need cannot be satisfied. |
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Term
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Definition
| Needs = achievement>power>affiliation. personal power is exploitative and involves manipulation for the sake of personal gratification. social power involves using power in a socially responsible way, essential to managerial leadership. |
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Term
| perceived negative inequity |
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Definition
| discomfort felt over being harmed by unfair treatment. |
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Term
| perceived positive inequity |
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Definition
| discomfort felt over benefiting from unfair treatment. |
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Term
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Definition
| a person's belief that working hard will result in high task performance. |
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Term
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Definition
| a person's belief that various outcomes will occur as a result of task performance. |
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Term
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Definition
| the value a person assigns to work related outcomes. |
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Term
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Definition
| a person's belief that they are capable of performing a task. |
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Term
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Definition
| states that behavior followed by pleasant consequences is likely to be repeated; behavior followed by unpleasant consequences is not. |
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Term
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Definition
| the control of behavior by manipulating its consequences. |
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Term
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Definition
| strengthens a behavior by making a desirable consequence contingent on its occurrence. |
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Term
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Definition
| strengthens a behavior by making the avoidance of an undesirable consequence contingent on its occurrence. |
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Term
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Definition
| discourages a behavior by making an unpleasant consequence contingent on its occurrence. |
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Term
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Definition
| discourages a behavior by making the removal of a desirable consequence contingent on its occurrence. |
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Term
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Definition
| positive reinforcement of a successive approxs to the desired behavior. |
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Term
| law of contingent reinforcement |
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Definition
| deliver the reward only when desired behaviors occur. |
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Term
| law of immediate reinforcement |
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Definition
| deliver the reward asap after the desired behaviors occur. |
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Term
| Berlo's SMCR Comm. Approach |
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Definition
| Source(encodes)> message (content structure)> channel (5 channel)> receiver (decodes). |
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Term
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Definition
| perceptual distortion that focuses attention on things consistent with your existing beliefs. |
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Term
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Definition
| when you don't understand personality types, you see people as wrong instead of different. |
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Term
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Definition
performance = (ability x motivation)
ability = (aptitude(training x experience)). |
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